Mohammed Othman

The adoption of digital financial tools improves financial efficiency, transparency, and governance. However, family-owned businesses in Jordan adopt these tools at a lower rate than non-family businesses, potentially limiting their competitiveness. This study examines the extent of digital adoption, its impact on financial management, and the role of generational involvement.
A survey of 366 businesses (262 family-owned and 104 non-family) across six industries was analyzed using multi-group analysis. Family-owned businesses reported a 31.2% improvement in financial management after adoption, compared to 19.6% in non-family businesses (p = 0.039). Generational involvement increased adoption by 26.5% in family-owned businesses versus 10.8% in non-family businesses (p = 0.015). Cultural resistance hindered adoption in family-owned businesses by 4.5% more than in non-family businesses (p = 0.028). Business size influenced adoption similarly (10.2% vs. 10.1%, p = 0.460). Financial management improvements were slightly lower in family-owned businesses (76.6%) than in non-family businesses (78.2%, p = 0.532). Adoption rates in family-owned businesses were 11.7% lower (p = 0.039). The interaction of business type and generational involvement contributed to a 22.0% increase in adoption (p < 0.01).
These results underscore the importance of phased adoption, digital literacy programs, and intergenerational collaboration in accelerating financial digitalization within family-owned businesses. Addressing cultural resistance is essential for ensuring long-term financial sustainability and competitiveness in Jordan’s evolving economy.

Type of the article: Research Article

Abstract
The study examines the Jordanian banking environment against the backdrop of rapid digital advances and whether applying Artificial Intelligence, Financial Technology solutions, and hybrid platforms that combine new and traditional technologies is gaining traction. It surveyed 460 respondents, including 280 bank officials and decision-makers, 140 active Financial Technology practitioners, and 40 regulators and policymakers. These groups were deliberately selected to include different views of operation, usage, and regulation. The questionnaire took place between September and December of 2024, a time in which Jordan itself began an electronic transformation project as a result of the previous pandemic outbreak. Institutional Review Board approval from the Middle East University, as well as consent from online volunteers, preceded this study.
Quantitative analysis demonstrates good readiness to adopt Artificial Intelligence (mean value 4.3) and hybrid integration (mean value 4.2). Application Programming Interface integration was indicated as a chief enabler of Artificial Intelligence adoption (0.78, 0.020), which enabled real-time risk analysis (0.70) and customer satisfaction (0.62). These, in turn, enhanced regulatory compliance (0.57), infrastructure buildup (0.54), and tech capacity development (0.49). The study illustrates the interconnected correlation between infrastructural backup, rule compliance, and technological readiness in ensuring the success of digital transformation processes. By integrating empirically derived data and situational analysis, this work provides a new depth of understanding of the feasibility of restructuring financial services provision in new economies such as Jordan. The study illustrates the possibilities and constraints of Financial Technology and Artificial Intelligence applications, with special emphasis on culturally compliant and morality-inclined innovation.